Quality change communication and employee responses to change: an investigation of the moderating effects of individual differences in an experimental setting

Abstract

the support of employees is central to the success of change initiatives (Cummings and Worley, 2005). The role of communication during times of organizational change is well established (Lewis, 1999, 2006). Indeed, the management of external and internal communication processes that deliver key messages at the appropriate time to stakeholders is considered to be a vital component of all successful change implementation plans (Kotter, 1999). Thus, the aim of this study is to investigate the core change management practice of communication and the extent to which this practice encourages employees to appraise the situation in a positive way and to develop intentions and subsequent behaviors that are supportive of organizational change. These propositions were examined m a controlled experimental setting in which a vignette was used to manipulate high and low levels of quality change communication and examined in conjunction with a series of individual difference variables chosen for their theoretical relevance to individual reactions to change.